The Strategic Management of Charter Schools
Frameworks and Tools for Educational Entrepreneurs
Peter Frumkin, Bruno V. Manno, and Nell Edgington, foreword by Frederick M. Hess
cloth, 304 Pages
Pub. Date: September 2011
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paper, 304 Pages
Pub. Date: September 2011
Add to Cart
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The Strategic Management of Charter Schools addresses the challenges facing such schools by mapping out, in straightforward and highly pragmatic terms, a management framework for them.
The first charter school law in the United States was enacted in Minnesota in 1991. In the twenty years since that modest beginning, the movement has burgeoned and spread across the country: there are now more than five thousand charter schools attended by nearly two million students. Yet due to this rapid growth in the number of charter schools and to their generally independent character, the nature and quality of these institutions vary greatly. The promise of charter schools is great, but so are the organizational and educational challenges they face.
Organized around three crucial challenges to charter school leaders—managing mission, managing internal operations, and managing the larger stakeholder environment—the book provides charter school leaders with indispensable tools and insights for achieving educational and organizational success. In its elucidation of these managerial challenges, and in its equally helpful and detailed examinations of particular schools, the book offers a clear, credible approach to the efficient and sustainable management of what are still young and experimental educational institutions.
The Strategic Management of Charter Schools is a volume in the Educational Innovations series.
The importance of this volume lies not in the prescription of best practices but in the strategic ‘toolbox’ of skills and frameworks that the authors share. For providers seeking better ways to promote both growth and quality, this book will prove invaluable. For policy makers, parents, philanthropists, and educators seeking to understand how to help charter schooling deliver on its promise, this volume will prove an invaluable resource. Finally, the authors’ savvy suggestions for aligning mission, institutional operations, and stakeholders offer a strategic vision that holds promise not only in the charter sector but also for those in traditional district schools.
— from the foreword by Frederick M. Hess, director of education policy studies, American Enterprise Institute
This book is a brilliant combination of theory and real-world cases. Free of the pointscoring common in charter school books, it focuses on the breakthroughs and mistakes made by people dedicated to the success of poor and minority children. Potential charter starters will learn from this book and so should those who know little about charter schools but support or oppose them on partisan or ideological grounds.
— Paul T. Hill, John and Marguerite Corbally Professor and director, Center on Reinventing Public Education, University of Washington, Bothell
The Strategic Management of Charter Schools should be required reading for anyone thinking about opening a charter school, anyone currently leading a charter school, and anyone sitting on the board of a charter school.
— Richard Barth, CEO, KIPP Foundation
The Strategic Management of Charter Schools may be the first book to delineate the uniqueness of charter schools and the management tools to effectively assure their success. District administrators, charter school teachers and administrators, philanthropists and parent groups establishing a charter school should study this book.
— Darroll Hargraves, School Administrator
Their book offers a timely guide to strategic management tools and practices for aspiring and current charter school founders, leaders, and board members. Leaders and board members of traditional public schools might also find much of the management advice relevant to their objectives and responsibilities.
— Sandra Vergari, Teachers College Record
About the Authors